Sales Training

Five Steps to Elicit Outcomes

2012-01-03T15:57:00.002Z

By asking the right questions, you can learn how to elicit the outcomes or results the customers are seeking. The previous exercise told us how they bought in the past; this exercise will help us discover how they will buy in the future.
When your customers are thinking about buying something, they try to imagine themselves with your product or service in the future. They image the possible outcomes or results of using the product or service.

These images are influenced by past experiences customers have had with similar products or services. They are also influenced by the present - what they want and think their needs are.

By asking the right questions, you can learn how to elicit the outcomes or results the customers are seeking. The previous exercise told us how they bought in the past; this exercise will help us discover how they will buy in the future.

1. Reveal You Own Interest
You are really saying to your customer "I am here to find the best solution to your needs. If I can do that for you, then we can do business and that is what I want to do" Revealing your interest will allay feelings of suspicion. In a controlled test Robert Cialdini in his book on influencing, reveals when giving someone valid reason for doing something then they become more willing to listen and be empathetic.

2. Find Out What Your Customer Wants and Needs
There is an old sales adage which says
"Give them what they want first, then sell them later"
We need to be able to distinguish between wants and needs.
Wants help customers achieve their goals, why they are willing to listen to you and talk to you about your product or service. They some idea of what it is they want to buy. However what your customers want is not necessarily what they need.

3. Translating Needs into Benefits
People have wants and needs.
Products have features and benefits.
The word benefit comes from two French words; bein or bon meaning well or good, and fit from faire or fait meaning to do or to make, so a benefit is what does your product or service do that will fit well or do a good job for your prospect, how well will your product/service fit your prospects needs.

Another way to view the benefit of the product is to see how the product solves a problem the customer may have, and the customer will make a gain or avoid a loss. The need is the perceived value in the prospects eyes so you need to present the benefits of your products that will match the perceived values of your customers, how can you find the perceived value, by asking questions, features support the benefits.

4. Instant Replay
As we have already discussed people like to buy the way they have bought in the past. Return to the answers we came up with on the exercise we did on eliciting the decision making strategy, and we will add one more question:
"Just suppose, you were to do this all over again, what would you change in this product/service?

When putting your strategy together you need to present it to fit the customers buying strategy.

5. As If
As if and Just Suppose!
This is useful when you are dealing with customers who have never bought your product or service before. You elicit their buying strategy by focussing on what results they want to receive in the future.

"Just suppose you were to go ahead with Your company on this project, what would need to happen to let you know that you had made the right decision?"

The answer will tell you what your customer will hope to have achieved from Your company and must form the basis of focus for your proposal.

Colly Graham
www.salesxcellence.co.uk

Become a Doctor and Do a House Call

2011-08-10T16:10:00.004+01:00

Often poor qualifying is the reason many sales fail. You need to act like a doctor and do a house call.

Discover.
You set the stage for a compelling engagement and a continuing relationship based on trust and respect. You push beyond the traditional boundaries of prospecting to create a solid foundation on which to build a long-term, profitable relationship.

Diagnose.
You maximise the customer's objective awareness of their dissatisfaction, whether or not that dissatisfaction supports your company's offerings. You assist the customer in understanding their situation and, as a result, reinforce your credibility by refusing to alter the customer's reality to fit your needs.

Join our webinair on lead generation
Design.
This is where you help the customer create and understand the solution. It is a collaborative and highly interactive effort to help the customer sort through their expectations and alternatives to arrive at the optimal solution.
Deliver. You begin with the preparation and presentation of a formal proposal, and the customer formally accepts your solution. Next is the implementation and support of the solution and the measurement and evaluation of results. Finally, the Deliver phase includes the maintenance and growth of the sales team's relationship with the customer

Colly Graham
salesxcellence

Sales Solution Workshop

Sales Strategy

2011-07-18T12:17:00.002+01:00

Vision without execution is hallucination
Thomas Edison

Sales Managers are prone to ask two questions of their sales team:-

How much? and By when?

I have jokingly made the remark in the past that is all that a sales manager needs to manage his sales team. Fortunately there is more to motivating, coaching and leading a sales team than these two questions. These two questions pre-suppose that the only thing to focus on is closing sales.

However that is like telling a pro-golfer all he needs to do is be a good putter, forgetting that there is a lot of work to be done before getting to the green. Driving off the tee up the fairway, avoiding the bunkers and getting on the green. So in sales it is a series of steps and agreements throughout the sales process.

The steps may look like this:
Initial Engagement
Qualification
Identifying Needs
Specifying the Solution
The Proposal
Commitment (the close)
Follow Through

Most sales are lost because one or more of the steps in the process are overlooked without any agreement before moving to the next step.

Each step needs to built on a firm foundation before moving to the next step. And each step requires a certain skills set of communication to enable the sales professional achieve a commitment and a series of agreements which will allow him to move the sales successfully forward.

In future blogs we will discuss each step in depth, in the meantime visit our workshops on Sales Solutions

Colly Graham

salesxcellence

Building a Winning Sales Team

2011-02-28T12:56:00.003Z

By Colly Graham

salesxcellence

www.salesxcellence.co.uk

Workshop Dates

Sales team effectiveness is the critical issue in determining business success. Business management are challenged to respond to market conditions, changing environments, whilst at the same time seeking to continuously improve their sales team performance.

Businesses can develop the effectiveness of their sales people through

Recruiting Talented Sales People

Building an Ideal Customer Profile

Developing a Sales Strategy

Recruiting Talented Sales People

The first step in recruiting talented sales people is to identify the ideal candidate. Clearly identify the attributes and experiences of the ideal candidate. The entire process is only as effective as its weakest or least utilised step. If you fail to apply an effective and comprehensive effort to the identification step, you will often be unable to find and/or recruit a strong salesperson that will succeed in your business.

If you have experienced any recruiting mistakes in the past, those errors were probably the result of an interview in which the candidate made a positive impression on you. Unfortunately, many salespeople are capable of making a favourable impression in an interview. Successful sales people have two major attributes:

Ability to feel – Empathy and Build rapport
Need to Win– Ego Drive

Ideal Customer Profile

Deciding which customers and prospects the sales force spends time with is an important sales effectiveness issue and where marketing and sales need to be clearly aligned. Creating an ideal customer profile will enable both marketing and sales to target those prospects most likely to buy and customers who can be developed as key accounts.

List your best customers.
List your worst customers
List the characteristics that are common to, unique to, of the best customers.
List your worst customers’ characteristics.
What are the characteristics that distinguish these customers?
Create your ideal customer profile, study the list of best characteristics and worst characteristics.

Developing a Sales Strategy
A Sales Strategy is basically a calculated and tactical plan for acquiring new business, growing existing business and making the company sales quota. Begin with the end in mind. What is it you want to achieve – be specific? Knowing what you want to achieve will allow you to formulate the necessary steps to achieve the results you are seeking.

There are four basic parts of a sales strategy:

1. Sales Quota: This critical element of plan sets the tempo of efforts throughout the year and provides quarterly, monthly, weekly and even daily sub-goals for you to achieve.

2. Sales Territory: Refers to the geographic area, list of named accounts or specific market niche you have been assigned to in which you are to sell products, services and solutions.

3. Strategy: The plan necessary to accomplish the company’s sales’ goal

4. Tactics: The steps necessary to carry out the plan.

Recruiting the right sales people, knowing who your ideal customer is and have a sales strategy for winning sales is the foundation for sales success.

www.salesxcellence.co.uk

Features, Benefits and Solutions - sales training

2011-01-21T16:04:00.003Z

A solution is, by definition, the resolution of a problem.

If you don't have a problem, you don't need a solution. Elementary? Sure, but it's amazing how often it's forgotten by salespeople intent on pushing their products. Major sales are lost every day by amateurish attempts to resolve nonexistent problems.

Actually, a better word than nonexistent would be unperceived. When a salesperson's solution fails to connect with a customer, it's usually because that customer has not perceived that he or she has a problem, and therefore feels no urgency about "resolving" it. This is true, of course, even when the problem is blatantly obvious to the salesperson, and it's why they so often are frustrated in attempting to demonstrate to prospects that their perceptions are wrong and they're actually in trouble. Think of how difficult it is to sell life insurance to people in their twenties: If you're still convinced of your own immortality, what problem is there to solve?

The unperceived issue is related to the old distinction between features and benefits. In order to sell a feature, you've got to show it has a benefit, that it has some value to the prospect or customer. No value, no benefit, no sale. Pushing a feature on a customer for whom it has no benefit is equivalent to pushing a solution for an unperceived problem.

In his book Solution Selling, Michael T. Bosworth adds a useful nuance to this old distinction by introducing an intermediary term: advantage. If a feature is something that exists in the product or service itself and a benefit is the value that a customer sees in that feature, an advantage is the feature's potential value -- an inherent value that may or may not be seen as such by a given customer.

Bosworth gives the example of a coffee cup. The handle of the cup is an existing feature. Its advantage is that it enables you to drink coffee without burning your fingers. Its benefit is that it prevents something you had wanted to avoid; it anticipates and provides a solution to a potential problem. But the handle is only a benefit to a coffee fancier. If you don't drink coffee (or some other hot drink), the handle feature is merely an advantage, not a benefit.

For a more sophisticated example, consider the caller ID feature than many telecommunications companies now offer their customers. It's certainly an advantage in that it enables customers who want to screen their callers. Is it a benefit? Only to customers who perceive value in that advantage. Is it a solution? Only to customers who believe that they have a problem -- in this case, a surplus of incoming calls that they don't want to deal with. If you're not bothered by such calls, if the tracing potential of this technology makes you uneasy, or if for any other reason you don't see a problem in unscreened calls, then by definition this feature has no benefit for you, and the salesperson who provides you this "solution" probably will get nowhere.

Effective selling always starts in the customer's mind, with some discrepancy to be resolved or some problem overcome. If the customer perceives there's no problem, you've got no solution

Solution Based Selling

All I Need To Know I Learned From Santa

2010-12-08T16:46:00.009Z

Encourage people to believe in you.
Always remember who's naughty and who's nice.
It's as much fun to give as it is to receive.
Some days it's OK to feel a little chubby.
Make your presents known.
Always ask for a little bit more than you really want.
Bright red can make anyone look good.
Wear a wide belt and no-one will notice how many pounds you've gained.
If you only show up once a year, everyone will think you're very important.
Whenever you're at a loss for words, say "HO, HO, HO!

www.salesxcellence.co.uk

All I Need To Know I Learned From Santa

Sales Call Objectives

2010-11-30T18:22:00.003Z

Imagine you are working with your sales manager and as you recap the daily schedule for him, he asks one or more of these questions.

What’s the purpose of the sales call?
What do you want to accomplish here today?
Why are we making this call?
What’s the reason for the call?
What are the primary sales objectives for this call

How would you respond?

To make a sale
Introduce a product
To demonstrate a product
To do a review
To find out about the customer’s needs

Or would you respond with very specific sales call objectives that are so specific and clearly defined?

There are several key advantages to preparing specific sales call objectives for every sales call. But first, when should you plan these objectives?

The best planners always try to set aside the same time each day to map out their objectives and strategies.

You may want to devote fifteen minutes at the end of each day preparing the objectives for the next day. Some sales people prefer to do it the evening before, and still others like to do it early in the morning.

How specific should you be when planning your sales call objectives? Consider this: how specific would you want to be if you knew there was a very high correlation between specific objectives and desired results.

When you plan exactly what you want to achieve during the sales call, you become incredibly focused and so does the customer.

Here are five reasons why you should spend at least fifteen minutes every day planning specific sales call objectives.

You’ll achieve "definition of purpose."
The objective will direct and guide the call.
The customer will know why you’re there.
Your focused efforts will save wasted time.
You’ll be able to measure results on every call.

Your sales objectives are clearly defined by where you are on the sales process. Knowing where you are on the sales process you ask yourself the simple question:

“What do I need to do to move this sale forward?”

Your answer will define your call objectives.
Colly Graham
Visit salesxcellence
Sales Solution Workshop

Sales Training - Pre-empting and Reframing Objections

2010-10-12T21:57:00.002+01:00

Pre-empting an objection means that you bring an objection that you expect to hear early in the sales call and then deal with the objection so it cannot be brought up again.

Make sure to answer any common questions and concerns before the client can ask. By pre-empting objections before the client can raise them, you decrease resistance.

For example: Want to think about it, you might say:

“I had one client who wanted to think about it, when he was taking his time to think the opportunity had gone, you wouldn’t want that to happen, would you? ”

List the Objections you normally hear:-

How can you pre-empt these objections?

Reframing Objections

A frame provides a context or focus for your thoughts and actions.

Just as a picture frame puts borders or boundaries on what you can see in a picture, the frames of reference that you choose as a result of your beliefs about yourself and others, your perceived role in life, your perceived limitations in skills/abilities, etc. can limit what you see as possible or can open up all sorts of possibilities.

You (and if you allow them, others) are continually setting time frames, boundaries, limits, etc. on what you can and can’t do - often without any real thought about the consequences or if the limitations are true.

Changing the frame of an experience can have a major influence on how you perceive, interpret and react to that experience.

The purpose of reframing is to help a person experience their actions, the impact of their beliefs, etc. from a different perspective (frame) and potentially be more resourceful or have more choice in how they react.

Reframing going on all around us:

Politicians are masters at reframing. It seems no matter what happens, they can put a positive spin on it for themselves or a negative spin for their opponents.
You may be frustrated at your wife for inviting the elderly gentleman next door for supper. Until she points out that if you were in his shoes, then you may find this simple act to be the highlight of your week.
Consider that old wooden table in the basement that you use as a temporary workbench for sawing wood, nailing things together, etc. Instantly, it is seen differently if someone tells you that it is a valuable antique.
Jokes are reframes - you are guided to think in one frame and then the frame (meaning or context) changes.
Fairy tales often use reframes to help children see different perspectives or the consequences of ‘crying wolf’.
An excuse is a reframe that attributes a different meaning or context to your behaviours.

Some more notable reframes are:
During the 1984 campaign, there was considerable concern about Ronald Reagan’s age. Speaking during the presidential debate with Walter Mondale, Reagan said “I will not make age an issue of this campaign. I am not going to exploit, for political purposes, my opponent's youth and inexperience.” Reagan’s age was not an issue for the remainder of the campaign!

There is a story about Thomas Watson Sr., the first President of IBM. A young worker had made a mistake that lost IBM $1 M in business. She was called in to the President’s office and as she walked in said, “Well, I guess you have called me here to fire me.” “Fire you?” Mr. Watson replied, “I just spent $1 M on your education!”

A father brought his head-strong daughter to see Milton Erickson - the famous hypnotherapist. He said to Erickson, “My daughter doesn’t listen to me or her mother. She is always expressing her own opinion.” After the father finished describing his daughter’s problem, Erickson replied, “Now isn’t it good that she will be able to stand on her own two feet when she is ready to leave home?” The father sat in stunned silence. That was the extent of the therapy -- the father now saw his daughter’s behaviour as a useful resource later in her life.

Reframing an objection is taking the objection and putting in a different context.

Let's use the price objection -is the context of the price objection - too expensive or outside the prospects budget.

Mostly the problem with price objections - they need to be pre-empted and handled at the qualification stage of the sales and then reframe should they come up when you are at the commitment (or closing stage of the sale).

Colly Graham
www.salesxcellence.com
www.salesxcellence.co.uk

Voice Mail Friend or foe to the sales professional?

2010-10-07T13:35:00.007+01:00

Voice Mail Friend or Foe to the Sales Professional?

What is your instant response to the question?

If your belief is voice mail is bad.... it will be bad! You will validate that belief by making sure you get no value from it. If there is one thing guaranteed to drive consultants up the wall, it is trying to get prospects to return their calls. We are in a catch-22, you cannot drop in without an appointment, but we cannot get an appointment because nobody returns our calls. You just cannot win sometimes.

I estimate that over 50 percent of the time we are reaching voice mailboxes instead of real people. With those kinds of statistics, you would think we had be better prepared for the situation… but most of us are not.

We had better be prepared because, whether we like it or not, the telephone, voice mail, e-mail, and other technological roadblocks to reaching our clients have become a reality.

Many of us feel that prospects are hiding behind their voice mail or e-mail systems. Not so. They're not hiding behind them, they're using them to screen or filter out potential time-wasting activities.

Perhaps you put the phone down and say s*x!! And think I will call later.

What a wasted opportunity! In my mind, voice mail is great! Why?

Any idea how much people pay for a 30 second commercial during the FA Cup Final/Champions League Final...about £500,000 for 30 seconds.

So when Nike are paying that kind on money for 30 seconds, how much do they spend in preparing that commercial, making sure with market research planning etc that they will get the maximum number of people to take a good hard look at Nike products.....it might be even more!

Voice Mail is an opportunity if it is done right. No hmmmmm...ahhhhhhh. hmmmmm Or messages that are too short too long too fast. Ever left a message that rambled on and you regretted leaving message, should have just hung up. Ever hoped that the voice mail system would give you options to erase and start again?

Not unusual, if you did not have a plan, a repertoire of interesting, compelling messages, internalised, sounding natural warm and friendly. You probably have 15-20 seconds where you can leave a message that may differentiate your services from the competition. When you are driving in your car, listening to the radio, watching commercial television we are bombarded by 30 second messages that slip into your brain.

What do we want to get out of this voice mail message? Them to call us back so what we have to do is give them 2-3 reasons why it is in their best interest to return your call.

If they do not call back, you can leave a second and different message and even a third!

Make them interesting and yes even make them funny!

Sometimes people phone back just to congratulate an innovative fun and interesting way of getting their attention.

All of the above is applicable for e-mail messages too.

Good Selling!

Colly Graham
http://www.salesxcellence.co.uk/

Referalls - The Easy Way to Generate Leads

2010-03-21T15:41:00.002Z

Asking for Referrals

Imagine your business as an infinite web of relationships.

Every one of your business contacts has the potential to connect you to dozens of other contacts.

The relationships are out there, but they'll likely remain out of reach unless you actively pursue them. It may never occur to your current contacts to give you an introduction.

It's up to you to put the idea in their

Set a weekly goal for

Keep track of the number of referrals you ask for each day.

Create a spreadsheet for referrals, reflecting contacts and results.

Asking For the Referrals
If you just blurt out “Do you know anyone who could use my services?” with all the sensitivity of a game show host, what answer are you likely to get?
“Ohhh… mmmmm… no.”

Asking the question in that manner puts your client on the spot. End of conversation.
Instead, ease into it. Use very casual, but courteous, language to make a very specific request. Something like this:

“Referrals are the primary way we grow my business. And I wonder if I can ask you for the names of three people who might have a need for a similar type of product/service, either now or sometime in the future. Would that be alright?”

Every happy client will say “Certainly.” And then you ask for the three names.

Colly Graham
www.salesxcellence.co.uk
www.salesxcellence.com
www.collygraham.co.uk

Embedded Suggestions

2010-02-06T11:38:00.003Z

Embedded Suggestions and Commands

Embedded suggestions and commands work so effectively because, being almost invisible, they operate for the most part at the unconscious level, and thus are not likely to cause resistance. They are responded to below the level of awareness.

The tone of your voice and the emphasises you place on the embedded suggestions are also very important.

As you deliver the embedded suggestion, it is a good idea to tonally mark the parts you especially to what you want the other person to respond. Also by inserting the customer’s name next to the suggestion, you wish them to attend to ensure a response.

Embedded suggestions will be responded to at the unconscious level, so that resistance by the other person is avoided.

Using the embedded command: “Tell me, (client’s name)…….”

“Just suppose………..” will add weight to your embedded suggestions

“Just suppose you were to go ahead to-day and what need to happen for you to give me a decision right now”

“What would need to happen right now for you to place an order?”

“Are you happy to place an order now?”

“Is there anything else you need to know, or are you happy to go ahead right now?”

Colly Graham
salesxcellence

The Power of Questions

2010-01-14T19:42:00.006Z

By Colly Graham

Have you been to the doctor’s lately?

Did he invite you in, ask you to sit down? Then proceed to describe how he went to medical school for four years, go on to tell you how he became a junior houseman in a teaching hospital. However, he probably became quite serious as he pointed out his qualifications on the wall as he built your trust about his ability to treat your condition. He has not asked you about your condition yet, as he has more information to impart to you. Did he enthuse about the qualities of the new drugs?

And after all this he offered to write out a prescription for you.

No! Of course he did not do this; how many sales people go down this road, allowing their ego to carry them away on a wave of information and after imparting all the information they can muster on their organisation and product they offer a solution without understanding the problem and its impact on the organisation. In medical terms this is known as prognosis before diagnosis or in sales terms making a sales presentation before qualification of the prospects needs, problems and situation. Salespeople can no longer be talking brochures, according to Neil Rackman.

If your doctor is like my doctor, he asks questions, of course. Putting you at your ease, building rapport, he moves forward quickly to diagnose your condition with careful questioning.

Diagnosis comes from the Greek word meaning discernment, to distinguish: apart; to come to know, discern;

The doctor asks probing questions going from the generic to more specific questions, starting, perhaps with simple questions, such as, “What’s happening with you in regard to you well-being?”

You then start to describe your symptoms/pain as you understand them.

The doctor probes, framing his question that he can make a full diagnosis of your condition.

Once he feels that he has gathered all the information and makes his prognosis.

Prognosis comes from the Latin progn sis, from Greek, to foreknow: pro-, before; to know;

The doctor will continue to ask further questions to make you realise the consequences of his prognosis and of not taking action. He will make you realise the value of taking action; in some cases this maybe preventive action to reduce the likelihood of the symptoms causing further complications.

You value what your doctor has done. You know that he understands you condition and based on his assessment you are willing to take the action he suggests.

Can you become a doctor to your patients and get to the core of your customer’s problems and discover how these problems are impacting on the performance of their business.

Careful questioning will help you access the prospect’s understanding of the problems his business may be experiencing in relation to you product or service.

On Salesxcellence’s workshops we train sales people to gain a better understanding of the problems their products or services can solve. When we ask the question; “What problems does your product or service solve?” the majority of salespeople offer the solution. To help them grasp the problems that their products/services solve, we have them do the following exercise by completing this template:

Customer Industry Problem Solved Impact of Problem

Initially we ask the participants to list the problems they have solved, at a later stage in the training, we then uncover the solution to the problems.

i. It helps the salesperson identify the industries in which he or she should
be prospecting
ii. It clarifies the problems that exists within these industries
iii. It helps formulates the questions that need to be asked to diagnose the
problem and its impact on the performance of the business.

In conclusion, become a doctor and understand your prospect’s problems and ask questions which are formulated to diagnose the nature and the consequences of the problems from which businesses are suffering.

Only when you understand the problem can you offer your prognosis to your prospect which will enable him to see the value your solution.

salesxcellence was formed by COLLY GRAHAM in 1996 who has over 40 years' experience in telephone, field sales and sales management. salesxcellence has trained and consulted with over three hundred companies since the formation of the company, assisting companies to raise the level of their game.
salesxcellence focuses on businesses realising their real potential in sales.
Visit: http://www.salesxcellence.com/
Visit: http://www.salesxcellence.co.uk

The Power of Persuasion

2010-01-12T15:12:00.005Z

Power of Persuasion is the ability to influence others to take the action you desire

Every communication has a purpose

Aristotle’s Model of Influence
1. Ethos
The Credibility of the Message – which is more likely to be believed Mother Theresa or Richard Nixon
2. Logos
The Power of Words – the quality of carefully chosen words has the
power to manifest an idea
3. Pathos
The Emotions of the Audience

The Science of Influence
Dr Robert Caldini who has researched the power of influence states six principles of influence in his book “Influence, Science and Psychology”:

Dr Caldinini’s six principles
1. Reciprocity – give and take
if we give someone something they are subconsciously influenced to give something back in return.
(Example is the internet…most successful websites give something away)
Another side to this principle is the principle of
Rejection and Retreat – you make a huge request that you know will be rejected – after you are rejected you make a smaller offer (which you really want anyway) and this is accepted – the other party feels you have made a huge concession and accepts your second offer

2. Commitment and Consistency
Consistent people are seen to be trustworthy and honest – after making a commitment people will most often stay consistent to their commitment, that
is why it is necessary to ask for a commitment to reaching agreement today
at the very start of the negotiations. People want to be seen as keeping their commitments. High achieving sales people will open their sales presentation by saying “if you feel what I am showing you today will benefit your company and is within your budget will you give me a commitment today” of course the person with the power to make decisions (without reference to anyone else) holds the balance of power.

3. Social Proof
What are other people doing, people want to follow trends, complying.
(Example getting on the internet)

4. Liking
i. Physical attraction – appearance, dress
ii. Similarity
iii. Praise – genuine praise not flattery
iv. Familiarity
v. Association

5. Authority
those with the greatest knowledge wield the greatest power –
title and qualifications give people more authority and power

6. Scarcity
things, which are difficult to obtain, are perceived to have more value.

Keys to Convincing Communication
The Power of Listening - Listening Builds Trust
Active Listening

Reflecting Back what the other person is saying

Questioning for clarification

Questioning for expansion

Tone of Voice
Warm – Textured – Enthusiastic

Pretty much everything is worth more than words multiple studies have replicated these findings. When we communicate in person, a full 55 percent of what others hear us say is a direct result of what we communicate visually: our dress, posture, movements, facial expression, eye contact. The next 38 percent of the message we send comes from the sound of communication: tone of voice, accent, and rate of speech, volume, and timbre. Just think of the many meanings that can be attached to the simple words yes and no. Only the last 7 percent of our message is derived from the words we use, and the way we put them together. Add it up, and you might now be floored by the impact of nonverbal communication. Mastering the art of it is an obvious advantage.

Remember Win/Win

www.salesxcellence.co.uk
www.salesxcellence.com

Sharpen your sales skills – Selling in a recession

2009-12-01T23:54:00.001Z

Colly Graham of Salesxcellence offers some tips on Selling in a recession

Once people believe there is going to be a recession they start to feel negative about their selling prospects.

Do you have a clearly defined Sales Strategy?

A Sales Strategy is basically a calculated and tactical plan for acquiring new business, growing existing business and making and exceeding the company sales quota. As in all good plans you need to begin with the end in mind. What is it you want to achieve – be specific? Knowing what you want to achieve will allow you to formulate the necessary steps to achieve the results you are seeking.

• How Much?
• By When?

There are four basic parts of a sales strategy:
1. New business acquisition
2. New business acquisition tactics
3. Existing business growth strategies
4. Existing business growth tactics

Four Parts of the Plan
Sales Quota: This critical element of plan sets the tempo of efforts throughout the year and provides quarterly, monthly, weekly and even daily sub-goals for you to achieve.

Sales Territory: Refers to the geographic area, list of named accounts or specific market niche you have been assigned to in which you are to sell products, services and solutions.

Strategy: The plan necessary to accomplish the company’s sales’ goal

Tactics: The steps necessary to carry out the plan.
Analyse your existing customers – who has not bought in the last three to six months – go after them and bring them back into the fold.

Stop being a hunter and become a farmer – look at the activities of the farmer and apply it to your accounts.

With the farmer concept, you look upon your accounts the way a farmer would look at his land. The farmer cultivates, prepares, plants, seeds, waters, fertilises, weeds, protects, grows, develops crops, harvests and then starts the cycle all over again.

1. Cultivating – learning as much about your customer as possible to discover opportunities to see what you need to plant so that you can harvest the results.
2. Preparation – putting yourself in a better position to service the customer, building your relationship to understand his business at depth, asking questions to uncover and discover further opportunities.
3. Planting – using your skills as a problem solver to offer solutions for the further problems you have uncovered within the account. Helping the customer realise that he has further problems that you can solve.
4. Seeding – demonstrating how you can solve this problem.
5. Watering and Fertilising- showing how other customers have benefited by placing further business with you
6. Weeding – keeping your competitors out of your accounts.
7. Harvesting – requires that you get further business from the existing customer – you get more sales!
8. Continuous Harvesting – requires that you maintain excellent customer relations

And finally build and strength your relationships with your customers.
Build a relationship of mutual trust and respect with clients through rapport. Protect your accounts from competitors by adding value to the relationship by identifying opportunities that have a positive impact on their business. Today’s customers have become more sophisticated and demanding of higher levels of customer service than ever before. They want someone they can trust who understands their needs and wants.
Customer loyalty should be what we seek to give rather than what we seek to get.

As Zig Ziglar is famous for saying, “You can get anything you want in life if you will just help enough other people get what they want.”

salesxcellence

Sales Training Creating Customers - Part 2

2009-11-27T14:45:00.005Z

Step Eight - Opening Statements Are the Keys to Successful Calls
The opening statement is the most essential part of your call. Without an opening that stimulates curiosity, and puts the listener in a positive frame of mind to participate, nothing else matters. You can't fly the plane unless it gets off the ground.

Prospecting Calls
The point you need to communicate in the first few seconds is, "We have something that might be able to help you, and I simply need to learn more about you to find out." The key is in using the right words.

Step Nine - Six Basic Elements in Opening the Call
1. Get the customer's attention
2. Identify yourself and the company
3. Give the reason for your call
4. Make a qualifying/question statement
5. Open the discussion
6. Ask the Hard Question

Step Ten - The Four Most Common Objections and Responses
1. "No thanks, I'm happy with what I am doing now"
2. "I'm not interested"
3. "I'm too busy"
4. "Send me some literature"

The sales person needs to be able to anticipate and handle these types of responses:
"No thanks, I'm happy with what I am doing now"
Most people do not want the bother of changing from what they are currently doing, if it's
working why change it plus they do not want the inconvenience of changing to a new supplier.
If they wanted to change they would have called you. Remember that he is already doing
something. And he sees your call as an interruption.
Simply ask: "What are you doing now in regard to ___________?"
"I'm not interested" This is perhaps the most common response you will hear.
"I'm not interested" Sales is selling to somebody who wasn't interested prior to your call.
If they were interested they would phone you.
Answer: "Well, (client's name) a lot of people had the same reaction when I first called - before they had a chance to see what we do, however when they had the opportunity to see what we do they did become interested……." (Tail your voice off and go to next line)
"You do want to ___________________________ don't you?
"Send me some literature"
This may seem the most difficult to handle.
"Look do me a favour send me your brochure"
On average when you phone back they usually haven't received your brochure, not had time to read it yet or read it and they are not really interested.
This does nothing to move your sale forward. Confirm information, his address, postcode etc.
Then ask
"(Client's name) So that I send you the most appropriate literature. Can I ask what might be of interested to you?"
And then you are back to gathering information again.

Step 11 - Five Requisites to Close the Sale
1. A Recognised Need Clients will only buy if there is a recognised need
Demonstrated when you asked questions to uncover the need
2. A Viable Solution
A viable solution, which will change the status quo.
When you linked benefits to solutions.
3. Value Must Justify Cost
Cost justification is the basis for every strategic decision. The need is never enough to justify a decision to proceed and a viable solution doesn't mean clients can justify the
cost. Perceived value must justify cost.
4. A Sense of Urgency
You've heard the phrase, "if it isn't broke don't fix it"
What will it cost not to proceed right now?
5. The Authority to Buy
Most sales fail because the person you ask for the commitment hasn't the authority to buy!
Four Keys
1. Know the Status of the Opportunity
Does the client like the offer?
How does it compare with the conditions of satisfaction?
What are they willing to accept?
What are their outstanding concerns?
Ask for their business - attempt a trial close
"Tell me, is there any reason why we cannot proceed to-day?"
2. Not Ready to Close
A sale represents a mutual exchange of values you may need to negotiate to win.
"Tell me, if we can agree on……….is there any reason why we cannot proceed to-day?"
3. Restate Your Value
In a situation where the client is expected to assimilate lots of information some of
the early discussion and commitments may be forgotten. Restate how the investment is adding value by solving the problem obtain agreement that this investment will add
value to the client.
4. Emotional Reassurance
Many decisions are highly emotional. Build rapport and use empathy.
"For you to proceed today what would need to happen?"

Visit us at
www.salesxcellence.com
www.salesxcellence.co.uk

Creating Customers - Part One

2009-11-20T12:26:00.008Z

Cold call and appointment making is usually the least liked part of any sales job. Prospects do not like receiving unwarranted phone calls resulting in rejection and frustration for the sales people.

Learn how to pick up the phone with confidence and an attitude of success. Learn how you can build rapport quickly on the phone. Identify and pre-empt the objections that prevent you from succeeding.

Step 1 Develop a Strategy for Success
How the Strategy Works It breaks down the process of creating customers into a series of simple steps Steps are organised into three powerful components: motivation - direction - evidence Tools and techniques to help overcome fear, procrastination and resistance

Step 2 Motivation is a chain reaction looking like this:
A. Programming creates beliefs
B. Beliefs create attitudes
C. Attitude creates feelings
D. Feelings determine actions
E. Actions create results
This is how your mind works. If you want to create more success in your life you must manage your success or failure sequence. The foundations of your success lie in your programming, so it makes sense to look at your programming first.

Step 3 Actions to Success
Action One Identify your customer database
Action Two Create a simple one page letter to warm up the cold call
Action Three Mail out a minimum of twelve letters per day to your prospects
Action Four Follow up the letters with a telephone call

Step Four Telephone Success
When you are face to face with someone you cannot invade their personal space however on the telephone you are right next to their ear and an inch from their mouth.

We can do things on the phone that are impossible in person, with the telephone we have the ability to reach out and touch someone and with the right techniques you can reach anybody in the world.

The first thing the Telephone Sales Person must recognise to become successful is that nobody buys over the telephone solely because of the information they hear. People buy over the telephone based on emotion. Telephone selling is an emotional industry and people react positively when they are emotionally motivated. The Telephone Sales Person sells feelings, word pictures, dynamic images, creativity, and solutions. Customers mask their emotions because they want to believe that every decision they make is a logical one.
People buy what they "want

Step 5 Identifying your Ideal Customer Profile
A List your best customers.
People you have sold to, not prospects. Use your definition of best, you set the criteria. Keep your gut feelings in mind as you do this exercise. These are the customers you feel good about. Start with your single best customer first then number two and so on.
B List Your Best Customers Characterestics List the characteristics that are common to and unique to the best customers you have identified. For Example
Industry
Size
Defined need for your Product or Service
Committed to Quality
Win/Win Relationship
CreateYour Ideal Customers Profile
Define the standards against which your customers should be measured.
Study the list of characteristics. List the characteristics below. C Compare this list to your current prospects
This will measure two things, the compatibility of the accounts you are working on and the problems you are likely to encounter.

Step Six Sell to the person who has the most influence
For business to be organised it needs to have a formal structure - an organisational chart represents the official structure. Whilst it is important to be aware of the official organisational chart of a business, which reveals the hierarchy, it does not reveal the political structure. Sell to the person who can make the sale happen.

Step Seven Warm-up your call
Warm-up your call with a letter to the top decision-maker, there are a few guidelines you need to be aware of before we start to compose your letter.
Most letters are unread by the recipients, they go in the bin! If you want your letters to be read and open the way to appointments follow these instructions.
a. The Headline Statement
b. The Opening Paragraph
c. Problems or Issues
d. Lead - In To Benefit Bullets
e. The Bullet Text: Benefits
f. The Closing Paragraph
g. Action P.S.
Be Prepared
Your letters have gone out and three to five days after you're certain the letters have arrived you call on the date specified in your letter. Now you are serious about having an equal status business partnership with the top decision-maker and you are ready for a rapport-building encounter. Before the call, prepare yourself mentally, you will need inspiration, to be inspired, you will need a clear head and focussed thinking without distractions.

Part Two to follow soon

An e-workbook is available to help you Create Customers register free at
http://tinyurl.com/ygzaxbs

Visit salesxcellence
www.salesxcellence.com
www.salesxcellence.co.uk

Sales Training - Reframing and Pre-empting Objections

2009-10-22T16:39:00.009+01:00

How can you pre-empt these objections?

Reframing Objections

A frame provides a context or focus for your thoughts and actions. Just as a picture frame puts borders or boundaries on what you can see in a picture, the frames of reference that you choose as a result of your beliefs about yourself and others, your perceived role in life, your perceived limitations in skills/abilities, etc. can limit what you see as possible or can open up all sorts of possibilities. You (and if you allow them, others) are continually setting timeframes, boundaries, limits, etc. on what you can and can’t do - often without any real thought about the consequences or if the limitations are true.

Changing the frame of an experience can have a major influence on how you perceive, interpret and react to that experience. The purpose of reframing is to help a person experience their actions, the impact of their beliefs, etc. from a different perspective (frame) and potentially be more resourceful or have more choice in how they react.

Reframing going on all around us:

Politicians are masters at reframing. It seems no matter what happens, they can put a positive spin on it for themselves or a negative spin for their opponents.
You may be frustrated at your wife for inviting the elderly gentleman next door for supper. Until she points out that if you were in his shoes, then you may find this simple act to be the highlight of your week.
Consider that old wooden table in the basement that you use as a temporary workbench for sawing wood, nailing things together, etc. Instantly, it is seen differently if someone tells you that it is a valuable antique.
Jokes are reframes - you are guided to think in one frame and then the frame (meaning or context) changes.
Fairy tales often use reframes to help children see different perspectives or the consequences of ‘crying wolf’.
An excuse is a reframe that attributes a different meaning or context to your behaviours.

Some more notable reframes are:

During the 1984 campaign, there was considerable concern about Ronald Reagan’s age. Speaking during the presidential debate with Walter Mondale, Reagan said “I will not make age an issue of this campaign. I am not going to exploit, for political purposes, my opponent's youth and inexperience.” Reagan’s age was not an issue for the remainder of the campaign!
There is a story about Thomas Watson Sr., the first President of IBM. A young worker had made a mistake that lost IBM $1 M in business. She was called in to the President’s office and as she walked in said, “Well, I guess you have called me here to fire me.” “Fire you?” Mr. Watson replied, “I just spent $1 M on your education!”
A father brought his head-strong daughter to see Milton Erickson - the famous hypnotherapist. He said to Erickson, “My daughter doesn’t listen to me or her mother. She is always expressing her own opinion.” After the father finished describing his daughter’s problem, Erickson replied, “Now isn’t it good that she will be able to stand on her own two feet when she is ready to leave home?” The father sat in stunned silence. That was the extent of the therapy -- the father now saw his daughter’s behaviour as a useful resource later in her life.

Top Sales Experts Masterclass

2009-10-16T16:30:00.004+01:00

On Tuesday October 20th – 1:00 pm Eastern, Jonathan Farrington presents his first solo Top Sales Experts Masterclass of 2009, and you can be there, with my compliments.

So You Want To Be A Top 5% Player In The Game Of Sales?

Recent exhaustive surveys suggest that only 5% of professional salespeople reach and remain at the highest level, which we call Level 3. A further 15% attain Level 2 status, but the majority, i.e. a massive 80% remain at Level 1 in terms of potential achievement.

Level One salespeople sell products and depend on having the right technical solution for the customer’s specification.

This is probably you Level Two salespeople sell solutions, which changes their image from sales rep to business consultant and positions them as a potential strategic resource. Most salesmen and women manage to advance from Level 1 to Level 2 fairly easily but unfortunately; many find breaking through that final glass ceiling extremely difficult i.e. moving from competitive sales professionals to collaborative sales consultants. Or is this you?
Level Three salespeople are able to first identify and then capitalise upon the political component within the buying process. They develop and sustain strong commercial relationships at all levels within their accounts and these relationships endure because they are based on mutual respect and trust. Their clients feel secure, so secure, that they would be fearful of changing supplier.

Level Three salespeople rarely, if ever, lose an order that they really want because they are always in control of the sales cycle. They have identified that in marketplaces where product uniqueness and technical expertise are no longer enough, it is they themselves, that make the difference i.e. their superior skills.

This could be you!

What we can say for certain, is that successful selling has become an exclusive club of highly skilled professionals where, for example, product knowledge, time management skills, objection handling and closing skills are the cost of membership, not leadership.

Attendees will not only receive a FREE copy of Jonathan’s most recent EBook “The Changing Face of Professional Selling” (Value $19.95) but also the chance to take a FREE ASP Profile (Value $175)

Jonathan Farrington is Chairman of The Sales Corporation, CEO of Top Sales Associates and Senior Partner at The JF Consultancy based in London and Paris.

He is also the Chairman of the Executive Board over at Top Sales Experts, and heads up the selection panel for AllBusiness’s latest initiative to find the very best sales professionals on the planet.

You can find out more about him and what they are saying about him here

Then you can accept my invitation to claim your FREE place for this significant event and register here - http://bit.ly/4wW1fc

with compliments of www.salesxcellence.co.uk

Sales Training - Answering Objections on the Telephone

2009-10-05T17:01:00.003+01:00

Developing a Sales Strategy

2009-09-03T14:36:00.007+01:00

There are four basic parts of a sales strategy:

The sales plan should be short, simple and to the point. It's basically a strategic and tactical plan for acquiring new business, growing existing business and making and/or exceeding the sales quota within the sales territory. Typically, a healthy mix would include 75 percent of the sales quota from new business and 25 percent of quota from add-on business from existing customers.

1. New business strategies
2. New business acquisition tactics
3. Existing business growth strategies
4. Existing business growth tactics

Four Parts of the Plan

Sales Quota:
This critical element of plan sets the tempo of efforts throughout the year and provides quarterly, monthly, weekly and even daily sub-goals for you to achieve.

Sales Territory:
Refers to the geographic area, list of named accounts or specific market niche you have been assigned to in which you are to sell products, services and solutions.

Strategy:
The plan necessary to accomplish the company’s sales’ goal

Tactics: The steps necessary to carry out the plan.

New Business Acquisition Strategies and Tactics

Include the following four strategies in the sales plan.
Remember, these strategies are all designed to capture new customers and new market share. Important note: The strategies are numbered and the tactics are italicised.

1. Exceed quota

For example:
• Send no less than 50 letters of introduction to new prospects each week.
• Make no less than 50 cold calls of introduction to new prospects each week.
• Make no less than 20 face-to-face contacts with new prospects each week.
• Create no less than 10 proposals each week.
• Make no less than five presentations each week.
Important note: numbers will, of course, vary. What's important here is to calculate exactly how many contacts are needed to make in order to achieve the sales quota.

2. Increase awareness in the marketplace of products, services and solutions

For example:
Trade shows, exhibitions, seminars etc.

3. Obtain referrals from all my new customers.

For example:
Within 30 days of delivering my product, service or solution, I will ask each of my new customers for at least three names and phone numbers of someone they personally know who may have a use for my products, services and solutions.

www.salesxcellence.com
www.salesxcellence.co.uk

Overcoming Resistance in Sales - Sales Training

2009-08-28T13:32:00.012+01:00

As a general rule we should treat resistance as something the sales person has created.

As people can only resist something the sales person is doing or saying and we only have control over our own behaviour. So we need to remove our resistance to the other person’s resistance. If we push someone they will push back, to stop the other person from pushing back all we need do is stop pushing.

“When we change one part of the system (in this case your behaviour), we in fact change the whole system (which includes the other person’s behaviour). You might change your behaviour by agreeing with the other person. Look for and find an area of agreement.

The best way to deal with resistance is to get into agreement, or alignment with it, rather than fight it. This is foreign to people as we are taught to be competitive. In the Japanese martial art of Aikido the exponents are taught to align yourself with your opponent and use his or her energy to foil the attack. You move with rather than against your opponent. A much lighter opponent can easily overthrow a much heavier attacker by using the momentum of the attacker.

Visit salesxcellence on line
www.salesxcellence.com
www.salesxcellence.co.uk

Join our Webinair Masterclass

Understanding Benefits

2009-07-27T16:04:00.012+01:00

Selling the Benefits
Gain Product Knowledge Fast

The word benefit comes from two French words; bein or bon meaning well or good, and fit from faire or fait meaning to do or to make, so a benefit is what does your product or service do that will fit well or do a good job for your prospect, how well will your product/service fit your prospects needs.

Another way to view the benefit of the product is to see how the product solves a problem the customer may have, and the customer will make a gain or avoid a loss.

The need is the perceived value in the prospects eyes so you need to present the benefits of your products that will match the perceived values of your customers, how can you find the perceived value, by asking questions, features support the benefits

Here are two examples: The handle of the cup is an existing feature. Its advantage is that it enables you to drink coffee without burning your fingers. Its benefit is that it prevents something you had wanted to avoid; it anticipates and provides a solution to a potential problem.

But the handle is only a benefit to a coffee fancier. If you don't drink coffee (or some other hot drink), the handle feature is merely an advantage, not a benefit.

For a more sophisticated example, consider the caller ID feature than many telecommunications companies now offer their customers.

It's certainly an advantage in that it enables customers who want to screen their callers. Is it a benefit? It is only a benefit to customers who perceive value in that advantage.

Is it a solution?
Only to customers who believe that they have a problem -- in this case, a surplus of incoming calls that they don't want to deal with.

If you're not bothered by such calls, if the tracing potential of this technology makes you uneasy, or if for any other reason you don't see a problem in unscreened calls, then by definition this feature has no benefit for you, and the salesperson who provides you this "solution" probably will get nowhere.

To discover the features advantages and benefits of any product do this simple exercise;

List the features of your product /service.

Then keep asking yourself this question what will this feature do for my prospect or repeat the feature and ask "so what" keep asking "so what" till you have go no further examples – also ask the question what problems will this benefit solve.

Coffee Cup
Feature--------------------------------- Advantage---------------------------- Benefit
Has a handle------------------------Able to hold cup ------------------Will not get burnt

Problem - Can not hold container with hot drink

Solution: Handle allows you to hold cup without burning (Added Value)

Telephone System Caller id
Feature ------------------------ Advantage -----------------Benefit
See who is calling-------------Can screen calls------- Decide if you wish to take call

Problem: Getting an overload of unwanted calls
Solution: Caller Id shows who is calling (Added Value)

Now do this for your product or service.

Colly Graham
salesxcellence

Nine Hidden Buyer Questions

2009-07-22T22:30:00.001+01:00

Do you need to build a telesales script or a sales presentation?

Here is an easy to follow plan to build your script or a presentaion; take time to answer the following nine hidden buyer questions.

I call them the nine hidden buyer questions because these are the questions your prospective customers may not ask but do need answered to make a positive decision.

Nine Hidden Buyer Questions: -
1. Why should I take your call you?

2. Why should I take time to listen to you?

3. What's my problem?

4. What benefits have you to offer my business?

5. How will you support these benefits?

6. Why should I trust you?

7. Why should I trust your company?

8. Why should I make a decision to proceed?

9. Why should I proceed today?

Write out your answers to the nine buyer questions, you will discover it will keep your presentation focused and on track.

Colly Graham
www.salesxcellence.co.uk

Sharpen your sales skills

2009-07-10T19:24:00.004+01:00

Colly Graham of Salesxcellence offers some tips on Selling in a down economy

Once people believe there is going to be a recession they start to feel negative about their selling prospects.

Do you have a clearly defined Sales Strategy?

A Sales Strategy is basically a calculated and tactical plan for acquiring new business, growing existing business and making and exceeding the company sales quota. As in all good plans you need to begin with the end in mind. What is it you want to achieve - be specific? Knowing what you want to achieve will allow you to formulate the necessary steps to achieve the results you are seeking.

• How Much?
• By When?

There are four basic parts of a sales strategy:
1. New business acquisition
2. New business acquisition tactics
3. Existing business growth strategies
4. Existing business growth tactics

Four Parts of the Plan
Sales Quota: This critical element of plan sets the tempo of efforts throughout the year and provides quarterly, monthly, weekly and even daily sub-goals for you to achieve.

Sales Territory: Refers to the geographic area, list of named accounts or specific market niche you have been assigned to in which you are to sell products, services and solutions.

Strategy: The plan necessary to accomplish the company's sales' goal

Tactics: The steps necessary to carry out the plan.
Analyse your existing customers - who has not bought in the last three to six months - go after them and bring them back into the fold.

Stop being a hunter and become a farmer - look at the activities of the farmer and apply it to your accounts.

With the farmer concept, you look upon your accounts the way a farmer would look at his land. The farmer cultivates, prepares, plants, seeds, waters, fertilises, weeds, protects, grows, develops crops, harvests and then starts the cycle all over again.

1. Cultivating - learning as much about your customer as possible to discover opportunities to see what you need to plant so that you can harvest the results.
2. Preparation - putting yourself in a better position to service the customer, building your relationship to understand his business at depth, asking questions to uncover and discover further opportunities.
3. Planting - using your skills as a problem solver to offer solutions for the further problems you have uncovered within the account. Helping the customer realise that he has further problems that you can solve.
4. Seeding - demonstrating how you can solve this problem.
5. Watering and Fertilising- showing how other customers have benefited by placing further business with you
6. Weeding - keeping your competitors out of your accounts.
7. Harvesting - requires that you get further business from the existing customer - you get more sales!
8. Continuous Harvesting - requires that you maintain excellent customer relations

And finally build and strength your relationships with your customers.
Build a relationship of mutual trust and respect with clients through rapport. Protect your accounts from competitors by adding value to the relationship by identifying opportunities that have a positive impact on their business. Today's customers have become more sophisticated and demanding of higher levels of customer service than ever before. They want someone they can trust who understands their needs and wants.
Customer loyalty should be what we seek to give rather than what we seek to get.
As Zig Ziglar is famous for saying, "You can get anything you want in life if you will just help enough other people get what they want."

www.salesxcellence.com
www.salesxcellence.co.uk

Cold Calling - Ten Mistakes Made on the Telephone Part 2

2009-07-09T00:19:00.002+01:00

Vlog - Live Sales Training Session

2009-07-01T21:09:00.006+01:00

Identifying Decision Making Strategies

2009-06-30T17:08:00.014+01:00

The classic model for decision-making is as follows:

1. Analyze the problem or situation

2. Generate alternative solutions

3. Pick one of the alternatives

4. Implement the chosen alternative

5. Monitor the results of that choice

People actually make decisions on a highly individual basis. It is important to understand how people make decisions when you want to influence the decision they make. You will want to know his or her decision strategy. A decision strategy is the process a person typically goes through in making a certain kind of decision. Any given individual may have several decision-making strategies for different kinds of decisions, such a buying a car, purchasing a computer, approving budgets.

Bandler and Grindler, the founders of NLP, divided the decision strategy into three phases:

1. Motivation
In this phase a person becomes interested in considering making a decision. The person is ‘deciding to decide’

2. Decision
Once interested, the individual in this phase decides on a particular course of action (such as buying a particular car or a computer system or approving or disapproving a budget). The decision not to do something is also a decision and gives you as much useful information as the decision to go ahead with a particular course of action.

3. Verification
Here the individual verifies that his or her decision was or was not a good one. (Sometimes called ‘buyer’s remorse’)

In the Motivation stage people are only motivated to consider looking for another car when their present car starts to give trouble or some people may be motivated by impulse when they see a shiny new sports car.

In the business-to-business role people are motivated when they have a business problem that is causing enough pain to demand a solution. However the case may arise that you as a sales person needs to uncover the problem/pain to provide an opportunity to solve a problem. Or alternatively a company sees an opportunity to do something more efficiently or to grow sales for example; this again provides the motivation to look for a solution.

In the decision phase some people examine every alternative. Others need only two or three alternatives from which to choose. People use their perceptual modes, (representational systems) to make a decision. They want to see proof, hear about or have an intuitive feeling. They may be concerned how others will react to their decision and how they will be perceived for making this decision.

The verification is as equally individual. Some may experience buyer’s remorse whilst others may spend time justifying their decision. There are numerous combinations of the decision-making strategy.

1. Motivation

· What prompted you to buy your last ___________________?

· How did you decide you wanted or needed to ___________?

2. Decision

What factors went into your last decision to _____________?

When you made your last purchase of __________, what were the deciding factors in your mind?

How did you reach the decision to ___________?

What factors were most important in your decision to ______?

3. Verification

How did you feel after you decided to _________?

Weave these questions into your fact finding and you will discover how your prospect and their business makes decisions and - discover what you need to do to motivate your prospects to make a positive buying decision.

www.salesxcellence.co.uk

www.salesxcellence.com

Lesson Ten Fear Free Selling

2009-06-24T21:12:00.000+01:00

Courage is resistance to fear, mastery of fear - not absence of fear.
Mark Twain

1. "Anything worth doing is worth doing well." Here's your new
motto: "Anything worth doing is worth being willing to do it." If
something is important to you then you have got to be willing to
try it, even knowing that you may fail. If you have the attitude
that you can't do something unless you can do it well, or
perfectly, then you will never take a step. Be willing to take the
step.

2. Instead of trying to "think" your way out of a "stuck"
situation, try "acting" your way out. Fear of failure feeds on
over-analysis, excessive "What if?" thinking and second-guessing.
Sometimes you just need to get into action, to overcome the inertia
and start the momentum. Once you're moving, it is easy to correct
your path - it's the getting started that's the hard part. You can
lessen your fear of failure by actively creating your own
self-esteem.

3. Rethink your concern about what other people think of you. Most
people fear "failing" because they are afraid of what other people
will think. They have a need to be "thought well of," respected and
liked. They are afraid of being found lacking or "found out".

4. Accept that failure is a natural part of the process of learning
anything. "You try things, some work, some don't, and you do more
of what works." This is the simple formula for learning - this is
the simple formula for success.

5. Failure isn't personal - it just feels that way. Many people
take criticism personally and they likewise take failure
personally. Realise that many times failure is not personal, it
just happens.

6. Watch your language. The words we use to describe what we do and
what happens to us carry huge implications for how we perceive
ourselves and our actions. For example, feel the difference in the
following statements:
- "It didn't work out."
- "I didn't get the result I wanted."
- "I failed" (or "I am a failure").

Ask yourself:
"what would I do if I knew I would not fail?"

Colly Graham
salesxcellence
www.salesxcellence.co.uk
www.salesxcellence.com
Intl. Phone +44 28 256 38052
UK Free Phone 0800 328 0702

Lesson Nine Objections Part Two

2009-06-23T13:20:00.000+01:00

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Objections and responses will call twice during your tele-sales call, first responses will occur during your introduction, and again when you are presenting your offer and getting the customer to make a commitment.

The Four Most Common Responses

1. "No thanks, I'm happy with what I am doing now"

2. "I'm not interested"

3. "I'm too busy"

4. "Send me some literature"

The telesales person needs to be able to anticipate and handle these types of responses:

"No thanks, I'm happy with what I am doing now"

Most people do not want the bother of changing from what they are currently doing, if it's working why change it plus they do not want the inconvenience of making a change.

Simply ask: "What are you doing now in regard to ___________?" LISTEN

"I'm not interested"

This is perhaps the most common response you will hear. "I'm not interested" Sales is selling to somebody who wasn't interested prior to your call. If they were interested they would phone you.

Answer: "Well, (customer's name) a lot of people had the same reaction when I first called - before they had a chance to see what we do, however when they had the opportunity to see......" (Tail your voice off and go to next line)

Continue to tell them how the company has helped people like them who said they not interested when you talked.

"I'm too busy"

The third most frequent response is "I am too busy"

"Sorry, Colly, I am too busy I can't talk now"

Most telephone sales people react by asking

"When is a good time to call?"

Instead we should reply:

"Well, (customer's name) the reason I am calling was to find out the most convenient time to call, when might that be?

"Send me some literature"

This may seem the most difficult to handle.

"Look do me a favour send me your brochure"

On average when you phone back they usually haven't received your brochure, not had time to read it yet or read it and they are not really interested.
This does nothing to move your sale forward.

Confirm information, his address, postcode etc.

Then ask

"(Customer's name) So that I send you the most appropriate literature,

Can I ask what you might be interested in?"

And then you are back to gathering information again.

There is a likelihood that this is just a put off to get you off the phone, so you may then get a secondary response of one the previous responses -

Happy with what they are doing now

Not Interested

Too Busy

Then you are back again to gathering information.

Your Objective Is To Move the Sale To The Next Stage

However if this doesn't happen agree to send the literature and agree the most convenient time to phone him back after you send the literature and diary a follow-on call.

Kindest Regards

Colly Graham

Lesson Eight - Objections Part One

2009-06-22T10:43:00.001+01:00

Resistance

As a general rule we should treat resistance as something you have created. As people can only resist something you are doing or saying and we only have control over our own behaviour. So we need to remove our resistance to the other person's resistance. If we push someone they will push back, to stop the other person from pushing back all we need do is stop pushing.

Pre-empting
Pre-empting an objection means that you bring an objection that you expect to hear early in the sales call and then deal with the objection so it cannot be brought up again. Make sure to answer any common questions and concerns before the client can ask. By pre-empting objections before the client can raise them, you decrease resistance.

Reframing
A frame provides a context or focus for your thoughts and actions. Just as a picture frame puts borders or boundaries on what you can see in a picture, the frames of reference that you choose as a result of your beliefs about yourself and others, your perceived role in life, your perceived limitations in skills/abilities, etc. can limit what you see as possible or can open up all sorts of possibilities. You (and if you allow them, others) are continually setting timeframes, boundaries, limits, etc. on what you can and can't do - often without any real thought about the consequences or if the limitations are true. Changing the frame of an experience can have a ma jor influence on how you perceive, interpret and react to that experience. The purpose of reframing is to help a person experience their actions, the impact of their beliefs, etc. from a different perspective (frame) and potentially be more resourceful or have more choice in how they react.

Reframing going on all around us:

You may be frustrated at your wife for inviting the elderly gentleman next door for supper. Until she points out that if you were in his shoes, then you may find this simple act to be the highlight of your week.

Consider that old wooden table in the basement that you use as a temporary workbench for sawing wood, nailing things together, etc. Instantly, it is seen differently if someone tells you that it is a valuable antique.

Jokes are reframes - you are guided to think in one frame and then the frame (meaning or context) changes.

Fairy tales often use reframes to help children see different perspectives or the consequences of ‘crying wolf’.

An excuse is a reframe that attributes a different meaning or context to your behaviours.

Some more notable reframes are:

Politicians are masters at reframing. It seems no matter what happens, they can put a positive spin on it for themselves or a negative spin for their opponents.

During the 1984 campaign, there was considerable concern about Ronald Reagan’s age. Speaking during the presidential debate with Walter Mondale, Reagan said “I will not make age an issue of this campaign. I am not going to exploit, for political purposes, my opponent's youth and inexperience.” Reagan’s age was not an issue for the remainder of the campaign!

There is a story about Thomas Watson Sr., the first President of IBM. A young worker had made a mistake that lost IBM $1 M in business. She was called in to the President’s office and as she walked in said, “Well, I guess you have called me here to fire me.” “Fire you?” Mr. Watson replied, “I just spent $1 M on your education!”

A father brought his head-strong daughter to see Milton Erickson - the famous hypnotherapist. He said to Erickson, “My daughter doesn’t listen to me or her mother. She is always expressing her own opinion.” After the father finished describing his daughter’s problem, Erickson replied, “Now isn’t it good that she will be able to stand on her own two feet when she is ready to leave home?” The father sat in stunned silence. That was the extent of the therapy the father now saw his daughter’s behaviour as a useful resource later in her life.

Kindest Regards
Colly Graham

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Cold Calling Lesson 7 - 37 Magic Selling Questions

2009-06-19T12:33:00.000+01:00

37 Magic Selling Questions

These questions work magic by getting your prospect to open up.
1. What is your main objective? When you understand what your customer is
trying to achieve you can align yourself with their intentions.
2. How do you plan to achieve that goal? Can you fit into the plan?
3. What is the biggest problem you currently face?
Can you help them solve this problem?
4. What other problems do you experience?
You may not be able to solve their biggest problem, so what other problems can you solve.
5. What are you currently doing to deal with this?
6. What is your strategy for the future? These two questions, together give you an outline
of the customer's current direction.
7 What other ideas do you have? This helps them think out loud and fill in the blanks
8. What role do others play in creating this situation? Find out who is contributing to the problem
9. Who else is affected? Anyone who is affected by the problem is an ally
10. What are you using now?
11. What do you like most about it?
12. What do you like least about it? Ask these questions as a group it will tell you what they are
buying now, from whom and for how much.
13. If you could have things anyway you wanted, what would you change?
People are resistant to change. "Better the devil you know than the one you don't" This
question allows them to explore possibilities. Can you make their dreams come true?
14. What effect would this have on the present situation? Bring their dreams into reality.
15. What would motivate you to change? This question creates the rationale to justify the
change, reducing resistance later.
16. Do you have a preference? If they do you need to know what it is.
17. What has been your experience? If they have had an unfavourable experience with a
competitor you may discover an opportunity.
18. How do you know? Use a soft tone with this; you want to know where they get their
information from and what they base it on.
19. Is there anything else you would like to see? This helps them think of alternatives
20. How much would it be worth to solve this problem?
21. What would it cost if things remained the same? This sets up the price/cost justification for
your proposal. Ask both questions as this allows the prospect to see the two sides of the ROI.
22. Are you working within a budget? Find out this or are they willing to find the money?
23. How do you plan to finance it? Where is the money coming from?
24. What alternatives have you considered? Are they speaking to the competition?
25. What benefits would you personally realise as a result? People do things for their reasons.
26. How would others benefit? Will they look good in others eyes?
27. How can I help? This is a powerful close.
28. Is there anything I have overlooked? Tie up all the loose ends.
29. Are there any questions you would like to ask? Encourage your prospects to get all their
questions answered.
30. What do you see as the next step? What you need to do to move forward with the sale
31. Who else beside yourself will be involved in making the decision? Keep asking this question
of everyone to uncover any hidden decision makers.
32. On a scale of one to ten how confident do you feel about doing business
with us? What would it take to get up to a ten? Lets you know where you stand.
33. Are you working to a deadline?
34. How soon would you like to get started?
35. When would you be in a position to take delivery? These are all time frame questions;
if there is no time frame there will be no urgency to make a decision.
36. When could we get together to discuss this? Let them make the appointment.
37. Is there anything else you would like me to care of?
Don't miss any other opportunities that may exist for your products.

www.salesxcellence.co.uk
www.salesxcellence.com
Intl. Phone +44 28 256 38052
UK Free Phone 0800 328 0702

Cold Calling Lesson 6 Being Natural on the Telephone

2009-06-16T16:39:00.000+01:00

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1. Telephone techniques take time to be mastered.

2. Be patient when you are learning anything new. Let the new information integrate.
Don't try to hard; learning is a process not an event.

3. Because the mind/body cannot tell the difference between a real and imagined experience, you can be anything you want.

You will see it when you believe it.

4. Being, doing, thinking, acting, dressing, walking, talking and feeling AS IF you already have the thing you want fires the neurology necessary to elicit the behaviour pattern.

5. Modelling other people's behaviour is what we do from the time we are infants. It is a very powerful tool when used consciously.

6. Be congruent, you cannot say one thing and do another.

7. Remember, not everything works for everybody in every situation.
If you are not getting the response you want, change what you are doing, use another technique or strategy.

8. Nonverbal information, postures and facial expressions are transmitted over the phone just like words.

9. Body languagereflects your thoughts and emotions. Change the way
you feel by changing your posture and facial expression.

10. To empower our verbal communication:
a. change but to and
b. change can't to won't
c. change should to could
d. eliminate the word try
e. be careful with the word why

11. Move from generalities to specifics

12. Ask clarifying and qualifying questions

I cannot control what others say to me over the phone. I can control what I do with what they say - how I react.

I cannot control what others say to me over the phone. I can control what I do with what

they say - how I react.

Cold Calling Lesson 5 Basic Elements in Making the Cold Call

2009-06-11T21:55:00.000+01:00

Cold Calling Lesson 5

Five Basic Elements in Making the Cold Call

Get the customer's attention
Identify yourself and the company
Give the reason for your call
Make a qualifying/question statement
Open the discussion

Get the customer's attention

When you phone someone no matter what you say you are going to get a response - and the better you get at the opening the better response you get from your prospect.

Identify yourself and the company If I called you up and simply said:

"Good morning, Mr Smith this is Colly Graham from salesxcellence"
You wouldn't know who Colly Graham or what salesxcellence was -
I wouldn't get the kind response I wanted. I need to go further and build
a brief introduction, a radio commercial. I might say:

"Good morning, Mr Smith this is Colly Graham from ............., we work businesses such as yours helping them their grow business (name business in their area who is already a customer)"

Give the reason for your call Simply say

"The reason I am calling is to show/explain/demonstrate how we have helped businesses like (Name a company in same field who is a customer), however before we do that do you mind if I ask you a few questions to establish if what we do might be of value to me and you"

Make a qualifying/question statement

Now we need to add a question that will allow the customer to respond. And the question we ask has to be based on our reason for calling.
It needs to follow easily and logically from the statement above and make sure that you start with their name again.

Open the discussion

This is your opportunity now to start asking questions.

Agree to discuss - free to talk now - or make a phone appointment

Colly Graham
salesxcellence
www.salesxcellence.co.uk
www.salesxcellence.com

2009-06-10T20:26:00.000+01:00

Cold Calling Lesson 4

Embedded Suggestions and Commands

The tone of your voice and the emphasizes you give the embedded suggestions are also very important.

As you deliver the embedded suggestion, it's a good idea to tonally mark the parts you especially want the other person to respond to. Also by inserting the customer's name next to the suggestion you wish them to attend to ensure a response.

Embedded suggestions will be responded to at the unconscious level, so that resistance by the other person is avoided.

Using the embedded command: "Tell me, (client's name)......."

"Just suppose..........." will add weight to your embedded suggestions

"Just suppose you were able to go ahead to-day and what would need to happen for you to give me a decision right now?"

Kindest Regards
Colly Graham
salesxcellence
www.salesxcellence.co.uk
www.salesxcellence.com

2009-06-09T19:07:00.000+01:00

Cold Calling Lesson 3

The Gatekeeper

The Receptionist
Rule No.1 Make the receptionist your friend.
Befriend him or her and they will perform miracles for you.
Time is short on a busy switchboard and the receptionist has no time for verbal sparring - she or he is not deliberating setting out to make your day worse. Receptionists are not out to get you - they are too busy.

Never ask for the decision maker directly or you will be subject to a barrage of:
"Who is this calling?"
"Is this a sales call?"
"What is this regarding?"

Receptionists are trained to ask questions like this -
the decision-maker's biggest fear is speaking to time wasters on the telephone. Don't ask to be connected, firmly tell the person what needs to happen.

"Good morning/afternoon, I am _____________from _____________, who am I speaking to, please? PAUSE (use their name), I wonder if you can help me? PAUSE I need to speak to _____________ please connect me, thank you"
Note that I have said "thank you" and "please connect me" and not "can you please connect me" This is an implied suggestion that they are going to connect me. Do this with confidence and a strong sense of purpose.

If pressed with questions do not get flustered.If you are asked to identify yourself do this calmly and with confidence, and repeat I need to speak to _____________, please connect me, thank you"

If the receptionist still ask questions:
Receptionist: "What is this call about?"
You: "It's about giving (name of decision-maker), the same opportunity I have given other companies such as (name a company she may know) to (solution to the problem)."
Don't mention your product or service only mention the solution to the problem.

Receptionist: "Can I take a message?"
You: "Yes, thanks for asking! It's rather long, and it may take a few minutes. Have you a big pad handy? Or - you know what - I could save us both some time and get this information to........................(decision-maker names). What's (decision-maker names) email or fax number?

With the decision makers email or fax number we can send a
personalised message that will give the opportunity to phone back.

When all this fails ask the gatekeeper for their help, simply ask:

"Can you help me get to speak with Mr. Decision-maker?

"What I could do to get to speak with Mr. Decision-maker?"

Kindest Regards
Colly Graham
salesxcellence
www.salesxcellence.co.uk
www.salesxcellence.com

Identifying Decision Making Strategies - Sales - Colly Graham

2009-06-09T19:02:00.001+01:00

Identifying Decision Making Strategies - Sales - Colly Graham

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Ten Lessons in Cold Calling Lesson Two First Impressions - Opening the Call

2009-06-06T15:13:00.000+01:00

Opening Statements Are the Keys to Successful Calls
The opening statement is the most essential part of your call. Without an opening that stimulates curiosity, and puts the listener in a positive frame of mind to participate, nothing else matters. You can't fly the plane unless it gets off the ground.

Opening the Call
The point you need to communicate in the first few seconds is, "We have something that might be able to help you, and I simply need to learn more about you." The key is in using the right words. Before the call, answer these questions:

"What do prospects want most as it relates to my type of product/service, what do they want to avoid, and how can I help them do their job more effectively?"

Additional guidelines for opening calls

The purpose for your opening is twofold:

To put your listener in a positive state of mind, and
To have an effective transition to get you to the next part of the call, the purpose of your call is, of course, determined by where you are on the sales process.

What stage are you at on the process?

Prepare your openings. Everything else you'll say is in response to what they say, but the opener can be prepared, word for word. This way, you know it will work.

Never sound like you're working from a prepared opening. Look at your opening as if you were the person hearing it.

When editing your opening, scrutinise every word and idea and answer this question: Is this adding to the effectiveness of the opening?

Talk about ideas and results at the beginning of the call, not about products and services. People become curious about ideas and results, they resist the mention of products and services because they feel they're about to hear a sales pitch.

Create interest as concisely as possible.
The opening is simply one part of the overall sales call. Be certain you know where you're headed next, and what questions you'll ask.

Kindest Regards
Colly Graham
www.salesxcellence.co.uk
www.salesxcellence.com
Key Note Speaker

Ten Lessons in on Cold Calling Lesson One

2009-06-06T15:03:00.004+01:00

Sending Unnecessary Literature This is a stalling technique that sales people fall into, it works it gets you off the phone. You can overcome:
"I would be happy to send you literature however to ensure I send you the correct information, may I ask you a few questions... (further qualify the Client) and close with, if you like what you see, I'm assuming we can move forward?"

Poor Telephone Image How do you 'look' and 'sound' to the person on the other end of the telephone. Enthusiastic, friendly, helpful, speak at the speed of the other person do not use slang

No Post Call Review At the end of every call ask yourself
What did I like about this call?
What did I not like?
What could I improve?

Bad Listener Success on the phone does not come from dominating the conversation, 'Why do I need to listen to this person?' because the person will tell you exactly what you need to say to help them to buy.

Ignoring Receptionists Make the receptionist your friend find out his or her name, get them to help you.

Not Asking Questions Last time you were at the doctors did he give you a prescription before he asked you what was wrong with you? Have your questions ready.

Poor Preparation Imagine if you were on an aeroplane and the pilot said, 'thank you, for joining us to-day, I don't know where to fly to but we will go somewhere.' The result of the call is determined before you pick up the telephone.

Misunderstanding Objections Telephone sales people not asking the right questions up front cause objections. Prevent objections from rising in the first place; agree the price early and you won't get a price objection.

Reluctance to Ask For An Order Asking for the order is the simplest thing to do however you need to build a habit of asking for the order on every call.

The Biggest Mistake of All
Opening Statements that build resistance not interest. In the first 20 seconds you create one of two emotions resistance or interest - Nothing else!
Introduce yourself the company and state an interest-stimulating, curiosity-creating benefit that appeals to their desire to gain something or help avoid a loss
Get involved in a conversation.
Listen more than you talk.
The purpose for your opening is twofold:
To put your listener in a positive state of mind, and,
To make an effective transition to the next part of the call.
Opening the Call
The point you need to communicate in the first few seconds is this:-"We have something that might be of value to you, and I simply need to learn more about you."

Kindest Regards
Colly Graham
www.salesxcellence.co.uk
www.salesxcellence.com

solution based sales training

2009-01-02T13:30:00.000Z

Colly Graham, CEO of salesxcellence, with over forty years experience in sales and business start-ups, says companies who are thriving and surviving the recession are focusing on their sales strengths and deploying sales training to grow sales.

salesxcellence is experiencing an increasing demand for solution based sales training from businesses who see the recession as an opportunity to win business and grow sales.

Colly says, yes you can grow in a recession, past recessions companies who focussed on growing and strengthening their sales teams through sales management and sales training have watched their profits grow.

Colly continued to say managing and focussing on your key customers in tough times is the way forward in tough times.

Define where the top 20% of your profit is coming from and focus on building a closer relationship with these accounts.

Referrals from top customers will win business from your competitors start asking to be referred and give your customers referrals to help them grow.

Identify your customers pain and offer a solution to their problems. Solution based selling means working with your customers to offer a solution to their business problems. Build a relationship with your customers to understand their businesses and learn what keeps their CEO awake at night.

One of the most valuable tools in any sales programme is the ability to forge and strengthen customer relationships। The complex sale demands multiple contacts, impacts shifting sources of power and decision in your customer's organisation.

It requires you to manage a multitude of details thrown at you from every direction. Today's professionals need strategic and tactical advantages to retain and win valuable customers in a market of high uncertainties and intense competition.

Salesxcellence's Sales Solutions training employs the latest research and development in the field of sales communications.

www.salesxcellence.co.uk

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The Power of Persuasion

Sharpen your sales skills – Selling in a recession

Sales Training Creating Customers - Part 2

Creating Customers - Part One

Sales Training - Reframing and Pre-empting Objections

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Understanding Benefits

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Cold Calling - Ten Mistakes Made on the Telephone Part 2

Vlog - Live Sales Training Session

Identifying Decision Making Strategies

Lesson Ten Fear Free Selling

Lesson Nine Objections Part Two

Lesson Eight - Objections Part One

Cold Calling Lesson 7 - 37 Magic Selling Questions

Cold Calling Lesson 6 Being Natural on the Telephone

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Cold Calling Lesson 5 Basic Elements in Making the Cold Call

Cold Calling Lesson 5Five Basic Elements in Making the Cold Call

Cold Calling Lesson 4

Embedded Suggestions and Commands

Cold Calling Lesson 3

The Gatekeeper

Identifying Decision Making Strategies - Sales - Colly Graham

Ten Lessons in Cold Calling Lesson Two First Impressions - Opening the Call

Ten Lessons in on Cold Calling Lesson One

solution based sales training

By Colly Graham

salesxcellence

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Cold Calling Lesson 5

Five Basic Elements in Making the Cold Call